TQM_2

1TotalQualityManagementPartI:ContentandProcess2OutlineIntroductionWhatisQuality?HowisQualityManagementdeveloped?TQMcontentWhatisTQM&MBNQA?Whoarethequalitygurus?TheuniquenessofTQMTQMprocessCasestudy–TheprocessofTQMTQMPitfallsandhowtoavoidthem3KeyDimensionsofProductQualityPerformanceFeaturesReliabilityConformanceDurabilityServiceabilityAestheticsPerceivedqualityTheefficiencywithwhichaproductachievesitsintendedpurposeAttributesthatsupplementtheproduct’sbasicperformanceConsistentperformanceMeetcertainnumericspecificationsDegreeoftoleratingstressortraumawithoutfailingTheeaseofrepairandmaintenanceSubjectivesensorycharacteristicssuchastaste,feel,sound,lookCustomeropinion4KeyDimensionsofServiceQualityTangiblesReliabilityResponsivenessAssuranceEmpathyPhysicalappearanceoftheservicefacility,theequipment,thepersonnelandthecommunicationmaterialsAbilityoftheserviceprovidertoperformthepromisedservicedependablyandaccuratelyWillingnessoftheserviceprovidertobehelpfulandpromptinprovidingserviceKnowledgeandcourtesyofemployeesandtheirabilitytoinspiretrustandconfidenceDesirescaringandindividualizedattentionfromserviceprovider5WaysQualityImprovesProductivityImprovedQualityIncreasedProfitsIncreasedproductivityLowerreworkandscrapcostsLowerwarrantycostsReducedCostsImprovedresponseHigherPricesImprovedreputationSalesGains6SandConeModel(DeMeyer&Ferdows1990,9,No.2:168-184,JOM)QualityDependability+QSpeed+D+QFlexibility+Q+D+SCost+Q+D+S+F7DevelopmentofQualityMgtQualityInspection（QI）QualityControl（QC）QualityAssurance（QA）TotalQualityManagement（TQM）8QualityInspectionOperatorisresponsibleforinspection(1800-1900‘s)Supervisorisresponsibleforinspection(1900-1920’s)Inspectorisresponsibleforinspection(1920-1930‘s)9QualityControl20’soflastcentury,W.A.ShewhartadvocatedtheconceptofcontrolandpreventionPlotqualitycontrolchartsaccordingtotheinspectionandtestresultsInitiateremedytoeliminateproblemcauseandtopreventitsrecurrence.10QualityAssuranceAssurequalitythroughsystematiceffortsFocusonactivitiesrelatedtoproductqualityISO900011TotalQualityManagement1960‘s，A.U.Feigenbaumproposedtheconcept12TheFlowofActivitiesOrganizationalPracticesLeadership,Missionstatement,Effectiveoperatingprocedures,Staffsupport,TrainingYields:WhatisimportantandwhatistobeaccomplishedQualityPrinciplesCustomerfocus,Continuousimprovement,Benchmarking,Just-in-time,ToolsofTQMYields:HowtodowhatisimportantandtobeaccomplishedEmployeeFulfillmentEmpowerment,OrganizationalcommitmentYields:EmployeeattitudesthatcanaccomplishwhatisimportantCustomerSatisfactionWinningorders,RepeatcustomersYields:Aneffectiveorganizationwithacompetitiveadvantage13PrimaryConcernInspectionQualityControlQualityAssuranceTotalQualityManagement-Detection-Control-Coordination-StrategicImpact14EmphasisInspectionQualityControlQualityAssuranceTotalQualityManagement-ProductUniformity-Productuniformitywithreducedinspection-Entireproductionchain,fromdesigntomarket-Themarketandconsumerneeds15MethodsInspectionQualityControlQualityAssuranceTotalQualityManagement-Gaugingandmeasurement-Statisticaltoolsandtechniques-Programsandsystems-Strategicplanning,goalsetting,andmobilizingtheorganization16RoleofQualityProfessionalsInspectionQualityControlQualityAssuranceTotalQualityManagement-inspection,sorting,countingandgrading-troubleshootingandtheapplicationofstatisticaltools-qualitymeasurement,qualityplanning,andprogramdesign-goalsetting,educationandtraining,consultativeworkwithotherdepartments,andprogramdesign17WhoHasResponsibilityforQualityInspectionQualityControlQualityAssuranceTotalQualityManagement-Theinspectiondepartment-Themanufacturingandengineeringdepartment-Alldepartments,althoughtopmanagementisonlyperipherallyinvolvedinqualitypolicies-Everyoneintheorganization,withtopmanagementexercisingstrongleadership18OrientationandApproachInspectionQualityControlQualityAssuranceTotalQualityManagement-“inspectsin”quality-“controlsin”quality-“buildsin”quality-“managesin”quality19TotalQualityManagementEncompassesentireorganization,fromsuppliertocustomerStressesacommitmentbymanagementtohaveacontinuing,company-widedrivetowardexcellenceinallaspectsofproductsandservicesthatareimportanttothecustomer20Definition(Dean&Bowen1994Vol.19No.3AMR)TQisnotsimplyahodepodgeofslogansandtoolsitisasetofmutuallyreinforcingprinciplesEachprincipleissupportedbyasetofpracticesandtechniquesAllofwhichareultimatelybasedonfulfillingcustomers’needs21FocusonworkprocessTQMHOUSEOFTQM(Hackman&Wageman40(1995),p309-342ASQ)QualityPeopleAnalysisofvariabilityManagementbyfactLearning&ContinuousImprovement22LeadershipHRmanagementStrategicPlanningBusinessResultsInformation&AnalysisCustomerFocusProcessmanagementx1x8x9x10x11x12x13x14x2x3x4x5x6x7CustomerneedsMBNQA23TheCriticalSuccessFactorsofTQMCustomerfocus,continuousimprovementandteamwork(Dean&Bowen1994)Openculture,executivecommitment,andempowerment(Powell1995)Leadership,StrategicPlanning,CustomerFocus,Information&Analysis,HRmanagement,andProcessmanagement(MBNQA)24Leadersh